Prospects want you to have honest, direct and assertive conversations with them so that they can make better, critical decisions.

There are many contributing factors as to why someone may not be assertive such as: learned helplessness, low self-esteem, having a go-get mindset versus a go-give, false bravado, life out of balance causing a sense of desperation and a crisis management approach to work rather than a self-management approach to work.

Assertive people have certain characteristics.

• First of all, they have minimum acceptable standards for themselves and those people around them. They don’t associate with toxic people – they work with nourishing people.
• They have a goal philosophy; they have lots of goals and then they continue to pursue those goals and achieve those goals.
• They get outside the box. If you’ve seen the 9-dot exercise, you’ll know what I’m talking about. They get outside the dots- they expand their comfort zone.
• Next, they take risk and they understand that taking risk can result in failure. But, failure becomes defined as just another step towards success. They’re persistent. They find other ways to close.
• They themselves make decisions; that makes it hard for them to understand why someone would want to think it over.
• They know what they stand for and they won’t fall for just anything that falls under the category of objection or stall.
• They control the sales process. You can ask them about next steps and assertive people can give you specific details about what happens next.

To overcome the hurdles that might trip you up as you attempt to be more assertive, you might consider the following:

1. As they said in the Godfather movie, “It’s not personal; it’s business.” Don’t take it personally.
2. Take ownership of how you feel. Nobody can make you feel the way you feel in terms of being uncomfortable. You choose to feel a certain way.
3. Consider Emerson’s quote, “Do the thing and you’ll have the power.” There will be times during a sales process or sales step where you will feel the need to be assertive but you will be afraid. DO the thing… do the thing that you’re feeling and you’ll have the power.

As always, thank you and have a perfect day.

In his ground breaking book, The 7 Habits of Highly Effective People, Stephen R. Covey states that highly successful people start with where they want to be – “the end” - and then work to get there. That’s great advice for managers attempting to lead for results, manage activity and coach behaviors.

In a Sales Managed Environment®, a sales manager - in order to get the most out of their team - must execute two critical functions:

• Performance management
• Coaching

Both of these are contingent on knowing where your individual salespeople want to end up. What is it that is important to them? What is their motivation to do what they have to do to succeed in selling? Knowing that information and using that information to build a solid sales success plan is critical. In addition, gaining personal commitment to achieve personal goals is the only way to improve the probability of professional sales success.

I recall having a discussion with a COO of a large insurance holding company. He was about to address one of the agencies the following day and, as we were eating dinner, he was sharing with me his message. Most of the message was about the company growth and the importance of shareholder value. As gently as I could, I reminded him that the group he was addressing the next day didn't really care about shareholder value. They were more interested in making college payments, getting out of debt and building the cabin on the lake.

And so it is with your salespeople. Unfortunately, you can count on at least 75% of your people failing in the area of setting goals and having a solid goal achievement plan.

The information in this chart comes from the Sales Effectiveness and Impact Analysis produced by Objective Management Group – the world leader in sales team evaluations. In a group of 50 salespeople, you can see that 77% of them do not have written goals or a goal management plan.

What does this have to do with a sales manager and starting with the end in mind, you ask? Everything.

• The people that you have today who are performing in the middle of the bell curve or the wrong end of the 80/20 power curve:  Did you hire them that way or make them that way?
• Those salespeople who seem to have gotten stuck at a certain level of performance - could it be that they just stopped thinking bigger or are comfortable?
• Why is it a struggle to keep your sales team motivated?
• With changes in comp plans and implementation of incentives, why isn’t there more movement toward improvement in results?
• Why do you find yourself always talking about the same people who don’t seem to be “lifting their weight”?

All of these questions are tied to motivation or the lack of motivation. And that starts with management. If you don’t hire motivated people, you cannot make them that way. And… even the most motivated people need a “shot in the arm” once in a while. Starting with the end in mind, your job/task/responsibility is to create an environment where your people have the opportunity to dream the big dream and have a plan of achievement.

So, start today with these resources:

• Sales Managed Environment® Certification Program Certification Program

• Free Goal Setting Toolbox

Suppose… you had a non-performing stock (salesperson).

If you had a stock that hadn’t performed as expected, how long would you hold onto it? Six months, a year, 18 months? Maybe it’s performing like the rest of the stocks in a similar portfolio but not growing as you expected. What do you do with that individual stock? What do you do to the entire portfolio when it’s under-performing?

The answer is simple – you manage it!

As portfolio manager, you:

• Set metrics for success and standards for each of those metrics.
• Conduct research/due diligence to make sure that you are adding investments to the portfolio that are consistent with your investment and long term financial goals and risk standards (Cash, Income, Income with growth, Aggressive growth, International growth or a Hybrid)
• Determine your strategy on buy, hold or sell
• Establish a method of inspecting what you expect
• Gain intelligence from the information you gather from quarterly reports and you determine next steps
• You either buy, hold or sell based on the information you have and the impact that an investment is having on your ability to achieve your goals

What can be accepted as true is that every portfolio is perfectly designed for the results it generates. There is cause and effect. If you are not happy with your results, you change your objectives or portfolio management strategy, right?

Well then, how about the portfolio of investment advisors you have on your team? As program/sales manager you have objectives that you have set out for the entire team/portfolio and when you added investments (people) you had performance expectations. Based on performance, what has to change if anything? Are individual performers pulling their weight or are they a drag on the performance of the team? When you assess your investment in each of the individuals on the team, where do you need to buy, hold or sell? Finally, when you assess the managers managing the portfolio, how effective are they?

You have the awesome responsibility to the stakeholders to put together the best portfolio in order to maximize return on investment. Failure to do so creates a failure in fiduciary responsibility.

See you tomorrow.

For many sales managers, the year end came to a sudden stop last Thursday as they closed the books on 2015. Yesterday, January 4^th, you were back at the office kicking off a new year of sales. Depending on the type of sales you and your team are in, January results are a result of what you did at the tail end of 2015. With that in mind, how is your March, April and May shaping up?

Was your Monday a “Black Monday”? The Monday following the final game in the NFL is known as Black Monday because many head coaches lose their job for failure to manage, coach, recruit the team to success. (8 coaches lost their job.)

If you don’t know - or you’re not sure - then you’re in trouble. In most B2B sales (Dismantling the B2B sales cycle HBR article), there is at least a 30-day sales cycle. If that is the case, then December determined your January and you may have closed out last year excited about your start to 2016. Did you enjoy the last week of the year knowing you were off to a great start… or were you were worried, mad or frustrated about where you might be headed?

If you are in B2B sales, then January 4^th was about making sure your Q1 was going to be on target and you were looking at leading indicators like sales activity, pipeline opportunities, sales in process and presentations scheduled for the next 30 days. If that is not what your Monday looked like, then there are a few things to consider:

If your sales cycle is 90+ days, then:

• By the end of October you knew how good January was going to be.
• The first week of January tells you how good April is going to be
• If you didn’t know how good January was going to be, then there is something missing in your sales managed environment.
• If, by the end of this week, you cannot tell your president, executive committee, CFO or board what the first quarter will produce or how April is setting up, then now is the time to put in place the right systems and processes.

Effective sales management is a combination of 5 crucial functions:

1. Recruiting
2. Performance Management
3. Coaching
4. Motivating
5. Upgrading

Each one of these functions has associated systems and processes that allow the effective sales manager to run the operation, manage the people and provide valuable business information to those who need it. Performance management is the function we are addressing today.

An effective performance management system allows you, the manager, to accurately predict the future sales health of the organization. Unlike a mutual fund that cannot promise future results by looking at past performance, you should be able to promise future results because your systems and processes provide you real time information about what you team is doing or failing to do. With the billions of dollars being spent on CRMs (BASE Sales CRM – Better ROI than SalesForce.com), you should, at the push of a button, get reports for leading indicators of sales:

• Current sales activity
• Current sales ratios
• Reliable pipeline sales projections
• Who is heading for failure
• Who is on target or ahead of goal

This is what you should be getting out of your CRM. You’re not? If not, then you are always managing from behind. You are always playing catch up. You are always at a loss as to what is really going on with your sales team and you are always a bit surprised, disappointed or frustrated when the sales report comes in at the end of the week, month or quarter.

This should not be happening!

Now what? Now is a good time to take stock of 2015. Take a half-day and analyze what happened or didn’t happen. Who succeeded and why? Who failed and why? When it comes to those that failed (anyone less than 95% of goal should be considered as “failed”), my question to you is this: “When did you know?” Building the right sales managed environment and then managing that environment are keys, not the only keys, but critical keys to your 2016 success.

As you do your analysis, you must ask yourself a couple of questions:

• What am I doing or not doing that contributes to these results?
• What must I start doing?
• What must I keep doing?
• What must I stop doing?

You're the head coach. The responsibility is yours. Take a look at what’s happening, make adjustments and tough decisions… and then implement the right systems and process that will drive your sales success in 2016.

Additional Resources:

Hirebettersalespeople.com

Sales Management Certification

On Demand Learning and Training for Sales

I stopped doing a formal list of New Year’s resolutions a long time ago. I don't remember when exactly… I just know that I did. Maybe I just got tired of the process of knowing that, in the end, some of the things I wrote down would get done and others were just wishful thinking.

As a sales manager or VP of Sales, I’m sure there is a long list of things you could come up with that, if committed to and executed, would lead you to great success in 2016. But what is really going to be different this year from last year? My guess is that some of the problems you need to go away in 2016 existed in 2013, 2014, and 2015. Why are they still on the list?

Here are my suggestions for resolutions in 2016 that, if and when executed, will solve most (if not all) of your sales problems.

1. Performance management - Simply inspect what you expect and what you expect will get done.
2. Eliminate excuses – Stop making them for your people and stop accepting them from your people.
3. Coach your people – Focus your attention on the training and coaching that improves skills and changes behaviors.
4. Apply the 80/20 rule to yourself – If there are 20 things you do week in and week out, there are probably only 4 to 6 that really matter. Those 4 to 6 activities generate 80% of your results. Spend 80% of your time doing those things.
5. ABR – Always Be R You have at least 20% of your team that is not performing and are not going to perform. Fire them. In order to do that, recruiting has to be on the list of 20% of the things you do that impact results. Spend at least 20% of your time finding the right talent to do the right job.

Additional Resources:

Hire Better Sales People – Link to a program to eliminate hiring mistakes

Sales Management Certification – Become a better sales manager

9 Keys to Successful Sales Management – A primer on sales management success

Text me for help – 513.226.3913 – Text “HELP” and provide your name.